Mehdi Sabokro, Sahar Baghbani and Ali Naghi Amiri conflict with family activities. This kind of conflict may arise from the lack of chief and colleagues support, the limited job independence, job presser, the inflexible work schedule and increase in working hours. The familywork conflict may cause from many factors like the unsupportive manner of partner, inequality in tolerating the house work load, the child care, and the care from elder family members or even simply for gender (Greenhaus & Powell 2003). Based on what is the common in the society, this is expected that the relations between family and job roles be different for men and women. Pleck (1977) implies on the male tendency to impose the work roles on family roles, while in women this is family roles which are possibly being imposed on job roles. Thus men experience more often the work-family conflicts and women experience the family-work conflicts. In order to the prevalence of commonly taking the responsibilities of work and house, this was expected to mention the equivalent amount of two conflicts between two genders, but few of studies confirm the hypothesis (Frone et al. 1992).
2.2 The supportive work environments Many perceptions about work and family are related to the period of time which men enables to dedicated to their job, because their wives were devoted to the whole family responsibilities (Greenhaus and Beutell 1985). Here there is some signs of changing believes about the supportiveness of work environment. The gap between supportive policies and unsupportive implication of them can create the space which results on increased work-family conflict rather the past (Kofodimos, 1995 & Bailyn 1997). The researchers and human resource management practitioners believe that to balance the work and family, we need to change in some fundamental suppositions such as the method of performing tasks (Bailyn 1997), the type of organizations' accountability to the changes (Milliken et al. 1992) and the related values correlated with work and family roles (Greenhaus and Beutell 1985). Existence of support creates a high degree of interest and commitment in the employees and in turn results to create a positive feeling about the employer. The Conservation of Resources theory offer a suitable theoretical base for investigation of organizational supports effect on work-family conflicts and family-work ones and also their consequences on job results. A deep analyze of literature show that there is a lot of evidences about the implication of the theory in studies of work-family conflicts (Grandey & Cropanzano 1999; Netemeyer et al. 2004). The basic essence of this theory is that the persons seek for acquire, keep and reinforce the resources (Hobfoll 2002). The empirical studies show that the organizational supports decrease the work-family conflicts (Anderson, Coffey, & Byerly 2002; Goff et al. 1990; Thomas & Ganster 1995). In recent studies simultaneously the effect of organizational supports on decrease of work-family and family-work conflicts has been implies (O’Driscoll, Brough, & Kalliath 2004). According to the conservation of resources theory and results mentioned above, the following hypotheses propose: H1: Organizational supports negatively related with work-family conflicts. H2: Organizational supports negatively related with family-work conflicts.
2.3 Turnover intention Turnover has a considerable effect on the organization effectiveness and can negatively effect on the capacity of organization in preparing the qualitative outputs (Shields, & Ward 2001); turnover can impose some negative effects in case of recruitment, education costs and the break in the ordinary workflow (Maertz & Campion 1998), thus being aware of which factors drive an employee to leave, is a crucial issue to protect the organization ability in keeping the human resource (Brough & Frame 2004). The behavioral tendencies have known as the most direct and the best resources of cognition of human behavior. The Fishbin and Aizen's theory of attitudes (1975) argues that “the best predictor of a person behavior is his intention to perform the action�; so intention to leave has recognized as the best predictor of organizational leave. Theory of March and Simon (1985) is the first research about the turnover intention which explains the non-job factors are the most important indicator of why people remain or leave the organization. Employees probably leave the organization and will search other alternative which consist of less stress; if they recognize high level of conflict between work and family (Cohen 1997). People feel that they cannot to take the responsibility for the problems arose from the work-family conflict and family-work conflicts, they may to think about to leave the current work. This conclusion is confirmed by conservation of
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